1. Job Analysis and Job Design
Chapter 7
Job Analysis and Job Design

2. Objectives
Distinguish between job analyses, job descriptions, and job specifications
Discuss the relationship of job requirements to other HRM functions
Enumerate the steps involved in a job analysis and SHRM
Address the relationship between job analyses and SHRM
Understand the changing nature of jobs and how jobs are being redesigned to enhance productivity

3. Important Terms to Consider
Job
defined
Position
Job analysis
Job description
Job specification
Job: group of activities and duties that entail natural units of work that are similar and related
Position: different duties and responsibilities performed by 1 employee
Job analysis: process of obtaining info about a job by determining the jobs task and responsibilities
Job description: written explanation of a job and the duties it entails
Job specification: describes the personal qualifications a person must posess to perform a certain job

4. The Job Analysis Process
Steps
Determine the purpose of the job analysis
Identify the jobs to be analyzed
Explain the process to employees and determine their level of involvement
Collect the job analysis information
Organize the job analysis information into a form that will be useful to employees and management
Review and update the job analysis information frequently
Determine the purpose of the job analysis
Why is it being conducted – reasons vary
Identify the jobs to be analyzed
All are analyzed initially then job are analyzed as necessary
Explain the process to employees and determine their level of involvement
Keeping employees informed helps ease the transition and makes them feel a part of the process
Collect the job analysis information
What method will you sue to do this – methods vary based on needs of the org
Organize the job analysis information into a form that will be useful to employees and management
Make sure the job specifications are relevant to the job
Review and update the job analysis information frequently
Every 3 years if no major changes have occurred

5. Data Collection Methods
Which method is best varies based on the organization's needs and goals
Examples of data collection methods:
Observations
Interviews
Structured questionnaires and checklists
Perform the job
Diary method
Technical conference method
Competency model technique
Occupational Information network
Observations: observe current job holders as they perform their jobs
Interviews: ask current job holders or those familiar with a position about the job and what it entails
Structured questionnaires and checklists: ask employees to fill out a survey on the job and survey several for accuracy
Perform the job: the analysts actually performs the job to get a first hand appraisal
Diary method: have employees record their daily activities
Technical conference method: obtain job attributes by supervisors with extensive knowledge of the job
Competency model technique: examine the cometencies related to a job and how they are performed
Occupational Information network: uses data collected for over 23,500 occupations

6. Legal Considerations
Court cases that have impacted job analyses and HRM
Griggs v. Duke Power
Precedent set
Albermarle v. Moody
Rowe v. General Motors
U.S. v City of Chicago
Griggs – ruled that employment practices must be job related (i.e. must prove that a job specification is legit and not used to discriminate)
Albermarle – dealt with the validity of employee selection decisions
Rowe – companies should have written objective standards for promotion
U.S. v . Chicago – standards should describe the job for which the person is being considered for promotion

7. Legislative Concerns Fair Labor Standards Act Equal Pay Act
purpose
Equal Pay Act
Civil Rights Act
Occupational Safety and Health Act
Fair Labor Standards Act
Purpose: categorizes employees as exempt and no exempt based on the job analysis
Equal Pay Act
Purpose: makes sure all positions with equal amounts of work are paid equally
Civil Rights Act
Purpose: requires job specifications to prevent against discriminatory practices in hiring, promotions, etc
Occupational Safety and Health Act
Purpose: requires job specifications to be shown to an employee in advance that details specific safety concerns

8. The Changing Environment
How do we deal with a hyperturbulent healthcare environment?
Adopt a future oriented approach to job analysis
Use a competency based approach to job analysis
Conduct generic job analyses

9. Managerial Challenges and Strategies to Overcome Them
Strategy to overcome
1) Only a single method of job analysis is used
Use multiple methods of job analysis
2) Job holder and supervisor excluded form the analysis
Make sure they are both involved in the process
3) Employee isn’t allowed sufficient time to complete the analysis
Make sure to give them sufficient time during work hours so analysis is accurate
4) Data is distorted
Train on the process
5) Job descriptions are structured with specific tasks only
Always have a generic duty such as “any other duties may be assigned”
6) The analysis doesn’t go beyond what is currently being done
Look to see if the job is being done correctly or if there are areas to improve upon and include new duties

10. Other Issues to Consider
Job design
Defined
Specialization
Implications
Job enlargement
Horizontal vs. vertical expansion
Multiskilled health practitioner
defined
Job design
Defined: involves changing, adding to, deleting, etc of job responsibilities to align with the talents of the employees doing the job
Specialization
Implications: try to balance the organization's needs with the need for creativity and the ability to challenge an employee to keep them interested thru job redesign
Job enlargement
Defined: changing the scope of a job to provide better variety for the employee
Horizontal vs. vertical expansion: horizontal = new opportunities with the same level of responsibility; vertical = new duties add new responsibility levels
Multiskilled health practitioner
Defined: trained to provide more than 1 function in an organization so can fill in where needed

11. Redesign Methods Work-Group redesign Purpose Types
See p. 181 in the text for 6 types of teams
Work-schedule redesign
Examples
Compressed workweek
Flextime
Job sharing
Telecommuting
Contingent workers
Work group redesign purpose: addresses the use of teams as a way to accomplish tasks and how to empower them to function efficiently
Work schedule redesign purpose: give employees greater control over their time
Examples
Compressed workweek: working 40 hours over 4 days (i.e 4 ten hour long shifts)
Flextime: employees choose their own start and quit times as long as they work the required # of hours per week
Job sharing: 2 part time employees share 1 full time job
Telecommuting: working form home with a computer, fax, etc instead of from an office
Contingent workers: temp workers or contract workers called upon to fill in for employees out